An Evidence-Based Model of Work Engagement

By Arnold B. Bakker. 2011

1,343 citations recorded by the source corpus.

Subfields: Organizational Behavior and Human Resource Management, Social Psychology, Sociology and Political Science

View Paper: https://www.semanticscholar.org/paper/e8b8c0a931530bedbb9ba6f878bc737bd403ca10

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Citations in the corpus

The impact of job crafting on job demands, job resources, and well-being. (2013, methodology): “Consistent with the motivational process of the JD-R model (Bakker & Demerouti, 2007), this study supports the conclusion that a high level of job resources significantly impacts employee well-being. Because it considers job crafting, this study is the first to examine how employees take the initiat”
Job Demands–Resources Theory: Taking Stock and Looking Forward (2017, background): “…to those physical, psychological, social, or organizational aspects of the job that are functional in achieving work goals, reduce job demands and the associated physiological and psychological costs, or stimulate personal growth, learning, and development (Bakker, 2011; Bakker & Demerouti, 2007).”
Adapting to change: The value of change information and meaning-making (2013, positive): “COR suggests that these positive gain cycles (i.e. presence of resources leads to more resources) over time may lead to other valued outcomes, such as work engagement, commitment, and well-being (Bakker, 2011; Hobfoll, 2001; Salanova, Schaufeli, Xanthopoulou, & Bakker, 2010).”
Psychosocial safety climate moderating the effects of daily job demands and recovery on fatigue and work engagement (2014, background): “Work engagement is associated with both job resources and worker personal resources (Bakker, 2011).”
The consequences of job crafting: a three-wave study (2016, background): “In line with this, Tims, Bakker, and Derks (2014) found that on days in which employees had a high level of self-efficacy, they also demonstrated more job crafting behaviours.”
The Buffering Effect of Perceived Organizational Support on the Relationship Between Work Engagement and Behavioral Outcomes (2016, background): “In light of these findings, researchers have argued the necessity of focusing on ways to increase employee work engagement (e.g., Bakker, 2011).”
Linking Managerial Coaching and Leader–Member Exchange on Work Engagement and Performance (2018, background): “Work engagement has been nominated as an important goal of managerial coaching because it is an important indicator of individual well-being and happiness at work (Bakker 2011) and driver of the development and performance of employees (Duff 2013; Wageman 2001).”
When passion fades: disentangling the temporal dynamics of entrepreneurial passion for founding (2016, background): “…studies have shown that in the face of increasing role stressors, job feedback provided by colleagues or supervisors acts as a buffer to dampen the negative effects of increasing job demands on experienced vigor and intense, positive work-related feelings (for an overview, see Bakker, 2011).”
Challenge versus hindrance job demands and well‐being: A diary study on the moderating role of job resources. (2015, background): “The direct and interactive effects of job demands and job resources on various workrelated outcomes have received considerable research interest (Demerouti & Bakker, 2011; Halbesleben, 2010).”
Share, like, twitter, and connect: Ecological momentary assessment to examine the relationship between non-work social media use at work and work engagement (2018, background): “Work engagement can be reliably assessed with self-reports and has also been shown to be assessed reliably in diary surveys (Bakker, 2011).”
Modelling job crafting behaviours: Implications for work engagement (2016, background): “A second contribution of the present study is that we showed that certain forms of job crafting can influence one’s own and co-worker’s work engagement – an affective, motivational state consisting of vigour, dedication and absorption (Bakker, 2011).”